Core Management Principles: No Flavors Of The Month - Softcover

Pojidaeff, Dimitri

Softcover

ISBN 10: 147591265X ISBN 13: 9781475912654

Verlag: iUniverse, 2012

Inhaltsangabe

Managers trying to do a better job have plenty flavors of the month to choose from: total quality management, continuous improvement, empowerment, teamwork-the list is endless. Everyone is searching for a magic bullet to improve productivity; however, they would have greater success in relying on the core principles of effective management, identified more than fifty years ago. Scholars over the years have presented the principles from different viewpoints and with different terminology, but it boils down to this: Employees want to be masters of their own fate and to have a real sense of ownership. When provided with an organizational climate that allows this, employees are able to use their own intrinsic motivation to improve productivity and maintain high quality and good service. Good managers know that people are the only sustainable competitive advantage. They require practical guidance and tools, not flavors of the month, to support employees in realizing their full potential. Create and sustain a productive workplace from the moment you hire an employee with Core Management Principles.

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CORE MANAGEMENT PRINCIPLES

No Flavors of the MonthBy DIMITRI POJIDAEFF

iUniverse, Inc.

Copyright © 2012 Dimitri Pojidaeff
All right reserved.
ISBN: 978-1-4759-1265-4

Contents

PREFACE.............................................................................viiCHAPTER I—CORE PRINCIPLES.....................................................1New developments or flavors of the month?...........................................1Intrinsic motivation................................................................2Three classic motivation theories...................................................2The birth of participative management...............................................4Why the interest in such old concepts?..............................................5Why the continued resistance to proven principles?..................................5The machine model organization......................................................6Misunderstanding power and control..................................................7New labels, old system..............................................................7Today's organizational paradox......................................................8CHAPTER II—PRODUCTIVE WORKPLACES..............................................9Core competencies...................................................................9Productive Workplace Behaviors......................................................11The great paradox...................................................................12Organizational Inhibitors...........................................................12Accountability and democracy........................................................13Bureaucracy and productivity........................................................14Productive organizational practices.................................................14CHAPTER III—MANAGEMENT STYLE—LETTING GO.................................19Theory of Job Enrichment............................................................20Participative management............................................................21Accountability for results..........................................................22Information and responsibility......................................................22Solving problems that belong to others..............................................23Fair rewards........................................................................23Letting go..........................................................................23Middle management will disappear....................................................24Management training.................................................................25CHAPTER IV—START RIGHT; HIRE RIGHT!...........................................27Avoid significant grief! Get it right in the first place!...........................27Manage your primary risk............................................................28Competencies and behaviors..........................................................29Always check references.............................................................31The best references are usually the informal ones...................................32A time consuming process............................................................34CHAPTER V—STAFF DEVELOPMENT...................................................35Keep training at all times..........................................................36Jobs vs Work........................................................................36Types of staff development..........................................................37CHAPTER VI—MANAGING PERFORMANCE...............................................41What is performance management?.....................................................41Traditional performance evaluation..................................................42Performance must be managed as and when required....................................42Productive review of performance....................................................43Performance management is supportive, but firm......................................44Avoiding performance issues.........................................................45Why performance issues must be addressed............................................47CHAPTER VII—PRODUCTIVE TERMINATION............................................49Termination can and should be productive for all concerned..........................49Excuses for avoiding the issue......................................................50The employees concerned are harmed..................................................50Ignoring the problem severely affects other staff...................................51The organization as a whole suffers.................................................51The earlier the better..............................................................51CHAPTER VIII—ORGANIZATIONAL STRUCTURE FLATTER IS BETTER.......................53Increase in organizational democracy................................................53The Redundancy Hierarchy Test.......................................................54Why keep the traditional hierarchical organizational structure?.....................55Traditional organizational structure and management style...........................56Flatter is better...................................................................58Change the structure and change the culture.........................................58CHAPTER IX—CONTROL—WHO'S IN CHARGE?.....................................59Everyone shares in the overall control of the organization..........................59Bureaucracy.........................................................................60Policies............................................................................60Mutual trust and respect and the use of discretion..................................62Rules and Regulations...............................................................62Job Descriptions....................................................................63Performance evaluation..............................................................64Customer service....................................................................65"Just Do It!".......................................................................65CHAPTER X—REWARDS.............................................................67Lack of alignment...................................................................67Traditional views...................................................................68The giant mismatch..................................................................69"The things that get rewarded get done."............................................69Pay raises based on performance evaluation..........................................70Ownership...........................................................................71Open-book management................................................................72Pay for competencies, not the job...................................................72CHAPTER XI—CHECK YOUR ALIGNMENT...............................................73The Paradox.........................................................................73Organizational Inhibitors...........................................................73A system's perspective..............................................................74What is alignment?..................................................................75The equal treatment of...

Details zur Ausgabe

• Verlag: iUniverse
• Erscheinungsdatum: 2012
• Sprache: Englisch
• ISBN 10: 147591265X
• ISBN 13: 9781475912654
• Einband: Taschenbuch
• Anzahl der Seiten: 116
• Kontakt zum Hersteller: preigu GmbH & Co. KG; mail@preigu.de; ; Lengericher Landstr. 19; Osnabrück; Niedersachsen; 49078; Deutschland